At Workplace Edge, our team of management consultants has the knowledge and experience to help you solve your workforce challenges, as demonstrated by our extensive project experience.
Selected examples of projects completed by Workplace Edge, which illustrate our team's capabilities and experience are described below.
Healthy Land and Water:
Merger of Healthy Waterways and South-East Queensland Catchments
This project involved leading a merger process involving representatives from both Boards and the CEOs from Healthy Waterways and South-East Queensland Catchments which addressed:
the statutory model for the new entity;
the legal requirements with the merger;
the accounting impacts and most appropriate treatment for both entities;
the systems and processes with the merger;
the organisational structure for the new entity;
the human resources management of redundancies from the merger;
recruitment and selection of a new CEO;
the vision and mission for the new entity;
the development of a transition and communications plan for the new entity;
consultation with the owners and key stakeholders for both entities;
the respective legal meetings required to be held to pass the appropriate resolutions for change;
the composition of the new Board and the appropriate representation of Board members from the owners;
the most appropriate funding model for the new entity;
how the assets, liabilities, cash and reserves were managed into the new entity;
all requirements for corporate lodgements with the appropriate authorities, ATO, ASIC etc;
the sales and marketing aspects and the products and services and how they would be handled and merged into the new entity;
the culture of the new entity and the processes to generate a new culture;
the leadership and management required from the new structure to successfully drive the new entity;
the strategic and business planning processes necessary to drive the strategic direction of the new entity;
The project involved the Workplace Edge team (including Accounting and Legal Consultants) working with the Implementation Working Group which included representatives from both Boards, the two CEO’s, representatives from key stakeholder groups over a period of six months, to facilitate the above list and meet the deadline of 30 June 2016 for the commencement of the new entity.
The new entity was created and commenced on time with the agreement of both CEOs and both Boards and stakeholder Groups. The process of transition continued for a period of 12 months.
Workplace Edge was re-engaged to facilitate the transition and change management process with representatives from the senior executives of both entities which morphed into the new Senior executive team and CEO for the new entity.
The Workplace Edge team successfully facilitated this process with the support of the new CEO and Executive Team.
One year later Workplace Edge were re-engaged to drive three tranches of work, namely:
Remuneration and Human Resources advice;
A Culture Development Process which involved a round of interviews with 15 staff members and a facilitated two-day workshop with all 43 staff to work through all the issues identified and develop a culture development and change plan;
Development of a Workforce Plan to take HLW forward for the next five years.
Aboriginal and Torres Strait Islander Land Services (ATSILS):
Organisational and Process Review and Recommendations
The Department of Natural Resources and Mines manages Native Title matters through the Group of Aboriginal and Torres Strait Islander Land Services (ATSILS).
ATSILS had been successfully processing native title claims in the similar manner for approximately 20 years, using a number of well documented manual processes and a variety of systems, including extensive use of spreadsheets for the purposes of recording and analysing the significant amount of data that is required when processing Native Title claims.
The Department determined it was timely for a review to be undertaken into the operations of ATSILS to determine how ATSILS runs its operations and to assess the effectiveness and efficiency of these operations. The review was established to identify if there were improvements that could be identified to the work processes and systems to ensure that ATSILS would be positioned appropriately to deliver its Native Title services using best practice approaches processes and systems.
The Review was also required to benchmark ATSILS operations with Native Title operations in other jurisdictions.
Native Title Benchmarking Results (PowerPoint Slide Pack)
Functional Gap Analysis (Excel Spreadsheet)
High Level Requirements (Excel Spreadsheet)
ATSILS Review Draft Report (Word Document)
ATSILS Review Final Report (Word Document)
ATSILS Review Executive Summary (PowerPoint Slide Pack)
Approach and methodology
The approach involved 6 stages as follows:
Stage 1 Inception Meeting:
Meeting with Client to confirm specific project details, deliverables, key milestones and reporting requirements;
Stage 2 Desktop Review:
Review of all relevant background material regarding the processes and systems used by ATSILS and related agencies and any other relevant documentation provided by the client or sourced through desktop searches;
Stage 3 Key stakeholder interviews: Developing a staff questionnaire and meeting with identified staff and stakeholders to workshop key business processes, systems, weaknesses and opportunities. In addition, Workplace Edge conducted a Benchmarking exercise with other Native Title jurisdictions in Western Australia and Northern Territory;
Stage 4 In depth Analysis:
To minimise impact on the running of ATSILS, Workplace Edge applied a strategy to “follow the data trail” through in-depth analysis of spreadsheets in use, reports and database, effectively mapping the data trail and identifying duplication, gaps and inefficiencies (see below). This resulted in a highly accurate analysis and understanding of ATSILS;
Stage 5 Draft Findings:
All analysis was collated and findings corroborated through follow up interviews and tabling of data analysis. Benchmarking results were also compiled and “compared and contrasted” with ATSILS performance measures. Recommendations were tested and socialised in advance to ensure the recommendations were pragmatic and realistic. A presentation was then delivered to the executive for review and feedback acted upon;
Stage 6 Final Report:
All feedback was collated and incorporated into the report if deemed appropriate and not compromising the reports independence;
The 67 recommendations were accepted by the Director-General and the Department. The Department also adopted the Workplace Edge implementation recommendations and established an implementation team to implement the recommendations.
Department of Education (Queensland):
Review of Organisational Health and Wellbeing function
The purpose of this consultancy was to review the roles, structure and function of the Organisational Safety and Wellbeing (OSW) unit and regional Health Safety and Wellbeing (HSW) teams and to provide recommendations for the redesign and realignment of the function within the Department of Education (the Department).
The review aimed to provide information to support the development of an effective operating model which best supported the Department’s needs.
The redesign and realignment of the function was to include, as a minimum:
Clearly defining the structure of the corporate OSW unit and regional HSW teams;
Clearly defining the roles, responsibilities and functions of the corporate OSW unit and regional HSW teams to best support the needs of the department;
Recommending an operating model that aligns with, and is designed to achieve, the HSW objectives of the Department; and
Development of position descriptions, for each role.
Approach and Methodology
The approach involved 7 stages as follows:
Stage 1 Inception Meeting:
Meeting with the client to confirm specific project details, deliverables, key milestones and reporting requirements – including development/confirmation of project methodology and data collection processes;
Stage 2 Desktop Review:
Review of all relevant background material regarding the operations of the OSW unit and regional HSW teams, review of existing position descriptions and review of the external and internal environment challenges facing the units and other relevant documentation.
Stage 3 Key staff and stakeholder interviews:
Interviews with identified staff and stakeholders as agreed with the Project Manager. This included individual face to face interviews, telephone-based interviews and small focus groups with multiple staff and stakeholders, to seek their views on the current structure and operating model, roles and responsibilities, and the needs of key stakeholders within the Department;
Stage 4 Assessment and Analysis:
Review of all information obtained and assessment of the various models for the OSW unit and the regional HSW teams, including reporting lines, roles and responsibilities, support structures, operating models to support the HSW objectives of the Department;
Stage 5 Development of Draft Report:
Development of an initial draft report, containing drafting findings and recommendations, for review by the Delegate and other relevant staff members;
Stage 6 Client consultation process:
Consultation with the Delegate and other relevant staff members regarding the draft report and gaining feedback for incorporation in the final report;
Stage 7 Development and delivery of the final report:
Incorporation of feedback into final report, development of a presentation and delivery to the client.
The review resulted in a report being provided to the Department, which included 27 recommendations across the areas of Injury/Claims Management, Workplace Health and Safety, Employee Wellbeing, related financial matters such as the workers’ compensation premium management and also cultural and organisational matters.
The recommendations were accepted in full by the Department and were presented by Workplace Edge to the Department’s Safety Committee chaired by the Deputy Director General and to all staff of the Organisational and Wellbeing/Health Safety Wellbeing Units across the Department.
The engagement involved interviews across Queensland with over 100 employees and stakeholders and was conducted by a team of three consultants from Workplace Edge.
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